How can we manage grass-roots technologies?

A friend recently discussed with me the topic of software grassroots technical management, and used this to discuss my views from the motivation and methods.

Motivation

To do a good job in grass-roots Technical Management, we must first ensure that we have a good motivation, that is, to clarify why we should embark on a technical management position. The root cause of management is to gain power, but the motivation for gaining power is very different.

The first is purely for self-interest. A considerable number of people are "crowded" into technical management posts to gain the power to do less or pick up the content of work in the future; some people aim to get more information about the company's movements faster and many other places to reflect the "uniqueness" of "leaders", and others aim for higher salaries.

The other is to achieve profit through altruism, which is a win-win idea. These people have clear opinions on technical work. They believe that they can lead the team better and gain power to better allocate team resources and implement their technical ideas. Obviously, the process of implementing the idea is also a process of improving oneself.

Assuming that it is the first motivation to take a job in technical management, it is troublesome. Such people say that they do not believe or fear the profoundness of technology. Easy mistakenly thinks that "relationship is everything ", even play with the trick of "bullying. It is very difficult to gain the recognition and respect of team members. It is necessary to bring the possibility that the team is not successful (what is success ?).

The difference is that people with another motivation will always show positive behaviors at work and be perceived by team members. It is easier for them to carry out team work and gain recognition and support.

I have pointed out in many articles that technical managers need to be very sensitive to technology. Otherwise, it is very difficult to do a good job in technical management. It is very easy to change "Technical Management" into "management ". According to China's current national conditions, many people have taken technical management positions in less than eight years as technical engineers. That is to say, in his "golden period of learning" (refer to "taking the technical line, or the technology management line?) Before building your own understanding of software technology, you have taken on a management position. Many others are "unable to help yourself" (for some reason, the readers think about it ), the last two problems are either "technology" or "management.

Method

Set an example. Technical Management includes personnel recruitment, performance formulation and assessment, and team incentives. Therefore, many methods are required. However, the most important way to lead the team is to set an example. Assuming that you have taken on a management role as another motive, it is very likely that you are far away and more competent than other team members. Under such circumstances, taking the lead in practice can achieve very good management results. This method gives the team a very clear signal: I did this, and I hope everyone will follow it. What is different from setting an example is that there is also a technical manager who makes such and such norms when he comes to power, but does not exclude himself from the list of "standardized, such command and privileged practices are very difficult to win the understanding and support of other team members. Think about it. If I can't write a similar technical document, how can I ask other team members to write it? Suppose he asks you, "please give me a demo of a good document." What are you doing? If you think your team is very "bear", most of the problems are with you. "Put the bear and the bear in a nest !"

Take responsibility. Responsibility is the cornerstone of team management. A team that does not share responsibility can be nothing more than an empty crowd. Do not take finishing your work on time as the only responsibility for your technical management work. A more important responsibility is to cultivate team skills. Only the skills of a team are gradually improved, and your ability to control the Team's work will be better. The long-term lack of team skills cannot be remedied regardless of the administrative skills used by the team. The emphasis on responsibility should also be put into practice by team members, and constantly advocate efforts should be made to fulfill the commitments to form a pragmatic team style. Remember, responsibility is more important than "face", and responsibility is at the expense of everyone in the team, so no one can escape!

Trust. Even if you have good technical skills and can plan your technical work as much as you can, you still need to trust your team members even if they know they will make mistakes. Your ability also grows when you make mistakes. You only need to control the risk to your own tolerable range. Making mistakes means you will grow! Your trust is rewarding, and trust is "fast!

Efficient meeting. I have found that many technical managers have long sessions, and some think of meetings as "team building", or the same problems are all over and over again ". The opening meeting is generally a manifestation of the lack of Team responsibility, a reflection of Collective incompetence, a "reasonable" and a waste of luxury.

I think that, if the methods mentioned here are missing, no matter how much management knowledge is learned, it will be difficult to manage grass-roots technologies. I firmly believe that!

How can we manage grass-roots technologies?